It Takes All TypesPersonality & Temperament in Board

Effectiveness

DIFFERENT DRUMMERS

If a man does not keep pace with his companions, perhaps it is because

he hears a different drummer. Let him step to the music which he

hears, however measured or far away.

—Henry David Thoreau

Today’s Objectives

Increase our self awareness and understanding of what makes us tick

Increase our appreciation of the different contributions of others

Learn how to capitalize on everyone’s different strengths

Apply what we learn to make DDA more effective

A Tool for Appreciating Differences

Myers-Briggs Type Indicator (MBTI)® The most tested validated and consistent

tool for categorizing and analyzing differences

The online test you took was not the Myers-Briggs Type indicator but rather a tool to help you approximate your preferences

“Preferences” is the key word and it does not mean an absence of the opposite (Like your hands you have and use both of them but have a preference for one or the other)

Myers-Briggs Background

Most widely used personality inventory Created by Isabel Briggs Myers and her

mother Katherine Myers Based on the ideas and theories of

psychologist Carl Jung—gestalt theory Put Jung’s concepts into language that a

‘layman’ could understand

Typical Applications

Understanding Others Communication Skills Managing People Introducing Change Team Building Personal Development

The MBTI® does not Measure

Suitability for a Job Intelligence Level of Skill or Competence Career Potential Emotions Maturity

The MBTI® Preference Pairs

Energy Source

Information Source

Information

Processing &

Decision Making

World Orientatio

nclosure or

fluidity

E S T J

I N F P

What the Preference Pairs Stand For

Extrovert or IntrovertSensing or iNtuitiveThinking or Feeling

Judging or Perceiving

What do these mean in simple terms?

Which is You?(Most of the Time)

I feel deprived when cutoff from interaction with the outside world

or

I regularly require an amount of "private time" to recharge batteries

Which is You?(Most of the Time)

I trust information and data I get through my five senses. I am practical.

or

I often rely on instincts, gut feelings, and intuition. I am innovative.

Which is You?(Most of the Time)

My decisions are based on logical, objective and impersonal evaluation of the facts

or

My decisions usually take into account my value systems and/or the personal impact the decision will have on others

Which is You?(Most of the Time)

I like to make decisions based on available information rapidly as possible so I can move on to something else. I prefer closure.

or

I like to keep my options open as long as possible to obtain as much data as I can. I prefer flexibility

DDA Preference Scores

I3

51%

N9

27%

F12

60%

P4

46%

E15

49%

S10

73%

T6

40%

J13

54%

Percentages are National Statistics

E vs I Type Characteristics

Extroversion Introversion

Gregarious - drawn to large number and variety of relationships.

Intimate - most comfortable in small groups and with one-on-one relationships.

Enthusiastic - being energetically with the "action" and at the center of things.

Quiet - present themselves modestly, drawn to the calm away from the center of action.

Expressive - easy to know, approachable, warm, readily show feelings.

Contained - well controlled, calm exterior, often difficult for others to read

Auditory - learn through listening, active dialogue, and involvement with others.

Visual - learn through observation, reflection, reading, and more solitary means.

Initiator - social facilitator, assertively outgoing, build bridges among people.

Receptor - content to let others initiate social amenities - even to the point of being overlooked

Cue Words for the E-I Preference Pair

E I

Sociability Territoriality

Interaction Concentration

Breadth Depth

Multiplicity relationships

Limited Relationships

Speak then think Think then speak

Energy directed outward toward people and things

Energy is directed inward toward concepts and ideas

S vs N Type Characteristics

Sensing Intuition

Concrete - depend on verifiable, factual information and direct perceptions. literal, mistrust fuzzy information

Abstract - comfortable with and inferring meaning from ambiguous and non-literal information. Perceptive.

Realistic - value being practical, cost-effective, and exercising common sense.

Imaginative - enjoy being ingenious, clever and novel . . . for its own sake.

Pragmatic - highly values the usefulness or applications of an idea - more interesting than idea itself.

Intellectual - learning, acquiring knowledge, mental challenges are valued as an end in itself.

Experiential - heavily grounded by first hand, past experience. Reluctant to generalize beyond direct experience.

Theoretical - conceptual, automatically search for patterns in observed facts, comfortable with theories and inventing new ones. Resourceful.

Traditional - trust what is familiar, support established groups and methods, honor precedents.

Original - values initiative and enterprising, inventive, and novel solutions. Often mistrusts conventional wisdom.

Cue Words for the S-N Preference Pair

S N

Experience Instincts

Perspiration Inspiration

Past Future

Actual Possible

Practicality Ingenuity

Sensible Imaginative

T vs F Type Characteristics

Thinking FeelingCritical - comfortable making distinctions, categorizing, making win/lose choices, being in adversarial situations.

Accepting - tolerant towards human failings, see positive side of others, instinctually seeks win/win resolutions of problems.

Tough Minded - results oriented, ends justify the means, stick on task. Firm

Tender Hearted - use gentle persuasion to influence, reluctant to force compliance.

Questioning - intellectually independent, resistant to influence, self confident.

Accommodating - seeks consensus, deferential, conflict avoiding, seeks harmony.

Logical - values and trusts detached, objective, and logical analysis.

Affective - trusts emotions and feelings, values human considerations, in touch with feelings.

Reasonable - is clear-thinking, objective, reasoned, and logical in everyday decision-making.

Compassionate - makes decisions on overall impressions, patterns, and feelings (including emotional likes and dislikes).

Cue Words for the T-F Preference Pair

T F

Objective Subjective

Principles Values

Policy Social Values

Firmness Persuasion

Truth Tact

Impersonal Personal

Justice Humane

Laws Extenuating Circumstances

J vs P Type Characteristics

Judging Perceiving Early Starter - focused. Structure activities to work on one thing at a time, allowing adequate time for proper completion.

Pressure Prompted - prefers variety and multi-tasking. Most effectively energized when working close to deadlines.

Systematic - prefers orderly, structured and programmed responses. Likes formal contingency planning.

Casual - comfortable making adjustments as situation requires. Prefers informal guidelines vs. structured rules. Adaptable.

Scheduled - creates and easily follows standardized and familiar routines.

Spontaneous - dislikes repeatedly following the same routines. Seeks variety and change.

Planful - likes to schedule future commitments far in advance, uses dates and deadlines to organize their energies.

Open-ended - strongly values preserving flexibility and freedom, dislikes being tied down by long range plans. Makes flexible plans.

Methodical - implements projects in a planned, organized, and step-by-step manner. Self programming.

Emergent - ad hoc planner. Moves quickly into action without detailed plans, plans on the go. Risk taking.

Cue Words for the J-PPreference Pair

J PSettled Pending

Fixed Flexible

Definite Tentative

Decisive Adaptable

Planned Open Ended

Exacting Tolerant

Urgency There’s plenty of time

Get the show on the road Lets wait and see

The Four Temperaments

Understanding each of the sixteen types personality preferences is a daunting task

David Keirsey has reduced the 16 to four based on ‘temperamental base’ of each type

By knowing a person’s temperament we can anticipate rather accurately what he will do most situations

One’s temperament is that which places a signature or thumbprint on each of ones actions making them recognizably one’s own

The 4 Temperaments/Styles

SJ: GuardiansStabilizer

TraditionalistFocuser

Quest=Belonging

NF: IdealistsCatalyst EnablerAssister

Quest=Identity

NT: RationalsVisionaryInventorArchitect

Quest=Competency

SP: ArtisansTroubleshooter

NegotiatorCrisis ManagerQuest: Action

DDA Temperaments/Styles

NT: Rationals5

12%

NF: Idealists5

12%

SP: Artisans2

38%

SJ: Guardians7

38%

NT Temperament

Abstract in communicating Utilitarian in implementing goals Highly skilled in strategic analysis Good at marshaling, planning,

organizing Competent in action Strong willed Knowledge Seeking Personality Trust in Reason

NT Temperament (con’t)

Hungers for achievement Pragmatic about the present Skeptical about the future Educationally prefers the sciences Avocationally technology Vocationally systems work Only about 12% of the population

Famous NTs

Albert Einstein     Marie Curie Dwight D. Eisenhower  Ayn Rand Bill Gates Margaret Thatcher Walt Disney Mark Twain

SP Temperament

Concrete in communicating Utilitarian in implementing goals Highly skilled in tactics/performance

optimization Good at promoting, operating and

improvising Graceful in action Daring and adaptable “Sensation Seeking Personality” Trusts in spontaneity

SP Temperament (con’t)

Hungers for impact on others Hedonistic about the present Optimistic about the future Educationally prefers Arts and Crafts Avocationally for techniques Vocationally operations work Is where the action is At least 38% of the population

Famous SPs

Bob Dylan Wolfgang Amadeus Mozart Franklin D. Roosevelt Donald Trump Madonna Johnny Carson Charles Lindbergh

NF Temperament

Abstract in communication Cooperative in implementing goals Highly skilled in diplomacy Good at teaching, counseling, mentoring,

tutoring and advocacy Instinct for personal relations Learn ethics with zeal Often speak interpretively and metaphorically Empathetic in action Benevolent and authentic

NF Temperament (con’t)

Hungers for deeper meaning in relationships Trust their intuition implicitly Aspire for profundity “Identity Seeking Personality” Credulous about the future Mystical about the past Preferred time and place is the future Educationally prefers the humanities Avocationally ethics Vocationally for personnel work Idealists are less that 12% of the population

Famous NFs

Margaret Mead Eleanor Roosevelt Bill Moyers Joan Baez Jane Fonda Gandhi Albert Schweitzer Isabel Myers

SJ Temperament

Concrete in communicating Cooperative in implementing goals Highly skilled in logistics Good at supervising, inspecting,

administering and protecting Reliable in action Does good deeds and is responsible “Security Seeking Personality” Trusts in Legitimacy

SJ Temperament (con’t)

Hunger for membership/belonging Stoic about the present Pessimistic about the future Fatalistic about the past Preferred time and place is the past Educationally prefers commerce Avocationally regulations Vocationally material work Most predominant type in the

population

Famous SJs

Sam Walton Martha Stewart Colin Powell George HW Bush Mother Teresa Harry Truman Warren Buffet

Temperament in Leadership and Teamwork

The primary job of a leader is appreciation Leaders must learn how to notice

achievement and then thank the follower for his gift

But to thank a person for something he does not consider an accomplishment is useless at best and insulting at worst

Each temperament has its own type of recognition that is relevant and appreciated

The NT Leader & Team Member

Focus on the purpose, mission and systems of the organization

Become the leaders Analyze the alternatives Offer solutions and identify opportunities Irritated by redundancy, stupid errors

and illogical actions Irritate others by skepticism and

splitting hairs

The SJ Leader & Team Member

Focus on the structure of the organization

Take responsibility and get things done Care and do the work Follow rules and guard procedure Are through, steady and reliable Driven crazy by disorganization and

disarray Irritate others by impatience and

deciding issues too quickly

The NFLeader & Team Member

Focus on future of the organization Believe the strength of the organization

comes from people’s potential Are enthusiastic communicators Integrate ideas from many sources Make decisions by participation Irritated by impersonal treatment and

lack of positive feedback Irritate others by taking emotional stands

The SP Leader & Team Member

Focus on the “right now” needs of the organizations Life’s free spirits and party peopleLate bloomersKeep people laughingFight fires (or start them to fight) good in a crisisDo their own thingIrritated by restrictions and the “same old same old”Driven crazy by routineIrritate others by carelessness, haste and lack of

preparation

An Ideal Decision-Making Model

S (Facts) N (Possibilities)

T (Pros & Cons)

Z Model

F (Values/Commitments)

Resources

Please Understand Me—David Keirsey Understanding People-Mark Waterhouse

CEcD Garnet Consulting Services They’re only Jellybeans—Chiquita

McAllister NC A&T University www.PersonalityPage.com www.Keirsey.com

DIFFERENT DRUMMERS

If I do not want what you want, please try not to tell me that my want is wrong.

Or if I believe other than you, at least pause before you correct my view.

Or if my emotion is less than yours, or more, given the same circumstances, try not to ask me to feel more strongly or weakly.

Or yet if I act, or fail to act, in the manner of your design for action, let me be.

I do not, for the moment at least, ask you to understand me. That will come only when you are willing to give up changing me into a copy of you.

Personal Contributions Exercise

OverviewThis exercise helps individuals identify

their main contributions to the teamEstimated Time 45-60 minutes

GoalsIdentify probable strengths of individuals

Identify any “hindrances to creativity”

Personal Contributions Exercise (con’t)

ProcessDivide paper into quadrantsHead up the four quadrants :

My primary contribution or team role How I feel about this role Other roles I would enjoy

Hindrances to my creative contributions

Use MBTI results to prompt ideasTake 10 -15min

Personal Contributions Exercise (con’t)

Process Con’tGive feedback to group

How can DDA capitalize on individual strengths?